Puerto Rico and the Caribbean's
Leading Executive Search and Management Recruiting Firm
How to pick the best firm!
By: Rupert R. Amy, Chairman of the Board
Everyone has a great presentation these days and even the technically challenged can make exceptional presentations using the latest creative techniques to sell their company services, organization and philosophy.
As managers, I’m sure many have seen this script before and have probably experienced first-hand how far from reality the final product is from the sales pitch that dazzled you.
In hiring an Executive Search firm, before you even call anyone, there are a few things you can do to shorten your list and make your first call more effective.
Step #1 Verify the yellow pages and make a preliminary list from the firms under
the “Employment Agency” section.
Usually the type of ads size and information provided can give you
excellent clues as to who to put on the list and for now, who to leave off.
Usually a big ad means the firm is successful and has the money to buy good space, small ads mean that the firms do not feel budgeting in the telephone directory is worthwhile… which should say a lot about how they view themselves and their services. Yellow pages ads are enormously expensive.
Step #2 From the list you’ve made, now you can verify the companies web page.
From a web page you can get an immediate aroma of the company, its professional staff, services, etc..
Usually if a web page is not too informative or does not show their people, professional staff, etc., then they are usually hiding behind computer graphics and have little to offer.
Here again, showing a service philosophy, an organizational chart and biographies of their professional staff, can mean only one thing… that the firm is deadly serious about their services.
Step #3 Once you have your list somewhat smaller, now you can make the phone
calls and set-up an appointment to meet the organizations’ staff who will be doing your “talent” recruiting. I use the word “talent” because too often we fail to realize the importance of what this service really is and the kind of impact it can have in your business.
When making the call, ask to speak with the company President or General Manager. If they are not available, ask with whom you can speak to, after being very clear why you are making the call in the first place.
When speaking with the firm’s executives you can at this point do one of two things. First, because you’re on a very tight schedule, ask for them to either fax or email their proposal to you and leave it at that. Second, spend a few minutes on the phone asking the firm questions about their experience in recruiting within your industry, type of “fee” schedules available and their recruiting time table, guarantees, reference checking, testing, etc. Before hanging-up you should also ask for some references with names and phones of people you can call to verify their performance.
Step #4 Try if at all possible, to visit the firm, seeing their offices and listening to
them plus eye-ball to eye-ball can give you a lot of valuable information that unfortunately is masked by a phone call.
If you are too far away for the visit, but the firm can visit you with ease definitely invite them over to your to your facilities. This way, within your schedule, you can at least meet with them and see exactly who they are and what they can do to assist you with your recruiting efforts.
Step #5 When you make your decision try to make it based on three criteria:
· Professional and research staff available.
· Experience in the industry
· References from existing clients
Everything else like fees, guarantees and recruiting timetables is where everyone gets lost. Somewhere along the line, quality of candidates and professionalism of the services obviously is not important.
Some people refer to selecting a Recruiting Firm like a game of craps or a game of chance. While I like to think of it as a fine wine … you get what you pay for...
THE BLIND SIDE OF
By: Rupert R. Amy
Chairman of the Board
After many years of recruiting Talent one thing I have learned is that no matter how good you are, no matter how effective you are in obtaining excellent, trustworthy references or background checks, the uncertainty of our business is that we are … dealing with people.
People…, professionals all the same are subject to changes in the business environment, personal problems, health, fears, aspirations, doubts, disappointments, successes, etc.
As an Executive Recruiter, you can headhunt, do your research, conduct interviews, discuss skill sets with your client and decide which candidate fits the position description best. But what you can’t see, what you’re totally blind to is, how that person will fit in any particular situation or company culture.
Once in a new position the seasoned or experienced candidate will be exposed to:
· New company culture
· New supervisors, peers, subordinates
· New work environment
· New goals, objectives
· New demands, expectations, etc.
Each and any one of these is a mine field for any executive, young or seasoned. Any one of these can turn a successful executive in one work environment to an ineffective executive in another.
Is there something you can do to prevent any of these from happening in your company? Yes!! and No!!
You can coordinate interviews with as much of your staff as humanly possible, coordinate skill set evaluations, psychological testing, and leadership evaluations and, yes, this may help to filter-out anyone with a problem, yet, it’s not 100% full proof.
This blind side of recruiting is not just the reality of Executive Recruiters, but is the reality of our business world, whether you place an ad in the classifieds, recruit thru referrals or contacts, or utilize your HR Department, the bottom line is that we are exposed to this whether we like it or not.
Why use then Executive Recruiters? In reality since our business day-in and day-out is spent recruiting, headhunting, interviewing candidates, etc., then we can be most effective in helping a company minimize this problem. In my twenty years of recruiting and managing an Executive Recruiting Company the number of recruitments that do not work out is minimal, but just the same, when it does happen it hurts, it hurts everyone involved in the process. The important thing is to analyze what went wrong and move on in finding the right fit. That’s why Executive Recruiting Firms offer guarantees. Even outside of any guarantee there is always the opportunity to recruit the right fit and learn from this type of experience.
El Costo de No Llenar una Posición…
Rupert R. Amy
Chairman of the Board
Te puedes imaginar el bochorno… una compañía como Delta, Continental o American Airlines compra nuevecito un avión Boeing 747 y luego lo deja en su “hangar” hasta que consigan un piloto cualificado para volarlo… un poco difícil de creer, ¡¿verdad?! Bueno, lo triste es que ocurre todos los días, en menores escalas que un avión Boeing, pero ocurre como quiera.
Muchas compañías son muy hábiles en calcularte el costo de un reclutamiento y hasta en algunos casos, te calculan el costo de reclutar un candidato malo; pero pocos sacan el tiempo para calcular el costo de una posición vacante.
Hoy día en que escuchamos tanto sobre cierres de plantas y palabras como reorganización, re-ingeniería, restructuración, re-alineamiento de utilidades, etc., se puede cometer el gran error de emplear mucho tiempo a estudiar el futuro y no suficiente tiempo a lo que ya existe.
En épocas como ésta, donde llenar una posición se puede convertir en un verdadero vía crucis, se puede cometer el grave error de no llenar una posición de importancia. Increíblemente en una época en que se están contabilizando hasta el gasto de los lápices y papel de impresoras que se usa, se gastan desde $5,000 hasta $45,000 por día en posiciones de ingeniería que no se llenan. En niveles gerenciales, el costo de no llenar una posición de utilidad, venta y mercadeo, etc., podría costarle a una compañía hasta medio millón de dólares al mes.
En una compañía de ventas y mercadeo, el no llenar una posición en el área de desarrollo de producto o mercadeo podría resultar en:
· Márgenes bajos
· Pérdida de Mercado
· Pérdida de Dominio en el Mercado
· Pérdida en la lealtad de los Consumidores o Clientes
Las compañías más sofisticadas en el mundo de la tecnología y sistemas no tendrían éxito si no fuera por su gente. Sin un Bill Gates, no hubiese habido un producto como Microsoft. Igual de peligroso es tratar de llenar una posición y tardarse tanto que la yerba empieza a crecer en la suela de los zapatos de los candidatos. Durante tiempos difíciles, la velocidad es rey y la ambivalencia y complacencia son nuestros peores enemigos.
En un artículo de portada recientemente publicado en Fortune Magazine se menciona que uno de los pasos más importantes que puede tomar una compañía para enfrentarse a tiempos difíciles es enfocarse en la “calidad de su gente”. El autor hace la salvedad, que tanto la calidad del personal existente (con adiestramientos) como la calidad del Nuevo candidato (a través de buen reclutamiento).
Es en tiempos como éstos, que las compañías empiezan a evaluar, ponderar e investigar cómo es que las cosas pueden operar más eficientemente y a un mejor costo para poder competir en un Mercado cambiante y competitivo.
Muy frecuentemente los gerentes buenos de verdad enfocan sus cañones, no sólo en reducir gastos, sino en aumentar la calidad de sus servicios o de su gente y sobre todo en llenar las posiciones que tienes a tiempo y con personas de calidad.
El Súper Candidato
Rupert R. Amy
Chairman of the Board
EL FENOMENO DEL NUEVO MILENIO EN EL MERCADO DE EMPLEOS ES EL ENFASIS QUE ESTAN HACIENDO LOS PATRONOS EN ESTE NUEVO SIGLO PARA CONTRATAR LA PERSONAS QUE MEJOR LES PUEDA AYUDAR A RESOLVER SUS PROBLEMAS Y QUIEN TIENE LA MEJOR PERSONALIDAD O CARACTERISTICAS PARA TRABAJAR EN UNA CULTURA ESPECIFICA.
ENTIENDO QUE, APARTE DE UNA BUENA PREPARACION ACADEMICA Y DESTREZAS DE LENGUAJE, EL PATRONO DEL NUEVO MILENIO ESTA BUSCANDO UNA PERSONALIDAD UNICA CON BUENAS EXPERIENCIAS DE TRABAJO. EN UN MUNDO DONDE LAS PALABRAS Y FRASES DEL MOMENTO SON EFICIENCIA, RE-INGENIERIA, MAXIMIZAR ESFUERZOS, DUPLICAR RENDIMIENTOS, SE NECESITA LA OMBINACION DE UN INGENIERO DE EFICIENCIA CON ACTOR DE CINE.
LAS EMPRESAS DEL NUEVO MILENIO ESTAN BUSCANDO LIDERES EN POTENCIA, PROFESIONALES CON VARIADAS EXPERIENCIAS, BUENAS PREPARACIONES ACADEMICAS Y HABILIDAD DE COMUNICACION Y BUENAS RELACIONES CON EMPLEADOS.
RECUERDEN QUE LAS EMPRESAS DE LOS AÑOS '70 Y '80, DONDE LA EFICIENCIA Y LAS ESPECIALIDADES LO ERAN TODO, HAN IDO CAMBIANDO Y AHORA QUIEREN PROFESIONALES CON VARIEDAD DE EXPERIENCIAS, MUCHO APLOMO Y CON CARACTERISTICAS DE LIDERATO.
EL PATRONO, EN SU PROCESO DE ENTREVISTA VA A ORIENTAR SUS PREGUNTAS O ESTILO DE HACER LAS MISMAS CON EL SOLO INTERES DE BUSCAR LO MEJOR, BUSCAR ENTRE CIENTOS, EL PUÑADO DE PERSONAS QUE HARAN LA DIFERENCIA EN SU OPERACION.
ENTRE LAS COSAS QUE BUSCA UN PATRONO EN UN RESUME, ANTES DE CONSIDERAR INVITARTE A UNA ENTREVISTA ESTARAN LOS SIGUIENTES ELEMENTOS:
· COMO DESCRIBE SU OBJETIVO DE CARRERA (PASIVO/ACTIVO)
· NIVELES DE ESTUDIO, UNIVERSIDADES, GRADOS OBTENIDOS
· DESTREZAS DE TRABAJO
· DESCRIPCION DE LOGROS Y EXPERIENCIAS ESPECIFICAS
· LIMPIEZA, ORDEN Y REDACCION EN INGLES
MUCHOS PONEN DEMASIADO ENFASIS EN EL COLOR DEL PAPEL, TIPOGRAFIA A USARSE Y SI TIENE UNA O DOS PAGINAS. EN MI EXPERIENCIA, UN BUEN RESUME QUE LO DICE TODO Y TE PINTA COMO ERES PUEDE ESTAR IMPRESO EN PAPEL BLANCO, TIPOGRAFIA NEGRA, TENER TRES PAGINAS Y SER TODO LO QUE UN PATRONO QUIERE VER.
UNA VEZ EL PATRONO SELECCIONE SU RESUME Y LEA SU CARTA DE INTRODUCCION, LE LLAMARA PARA ENTREVISTA. EN LA ENTREVISTA, LO QUE ESTA BUSCANDO LO VA A ENCONTRAR EN LOS PRIMEROS CINCO MINUTOS DE LA ENTREVISTA. EL RESTO DE LA ENTREVISTA SERA LA VALIDACION O REIVINDICACION DE SUS OBSERVACIONES ORIGINALES.
EL PATRONO, VISUALMENTE, BUSCA VER EN TODO CANDIDATO LOS
ELEMENTOS QUE LE DEMUESTREN UNA PERSONA SEGURA DE SI MISMA Y DE MUCHO DETALLE; VESTIR ELEGANTE, PERO NO EXAGERAR LA NOTA; VERSE - LIMPIO – UÑAS, PELO, BARBA, ZAPATOS, ETC. – ROSTRO AGRADABLE. CON BUENA SONRISA Y CON UN LENGUAJE CORPORAL ATENTO Y AGRESIVO.
EN LA ENTREVISTA SE DEBEN SEGUIR LAS SIGUIENTES REGLAS GENERALES: ACTITUD GENERAL ¿DEMUESTRA CONTROL, CONFIANZA Y DINAMISMO? "NADIE QUIERE UN MUERTO COMO EMPLEADO"
TENER INFORMACION SOBRE LA COMPAÑIA, SUS PRODUCTOS Y POSICION EN EL MERCADO. TAMBIEN DE TUS CUALIFICACIONES Y DE PORQUE QUIERES TRABAJAR EN LA COMPAÑIA. DEBES DE ENSEÑAR INTERES Y ENERGIA EN LA CONTESTACION DE PREGUNTAS, DEBES MANTENER BUEN CONTACTO VISUAL EN TODO MOMENTO, EVITAR SIEMPRE BAJAR LA VISTA O DEMOSTRAR ESTAR DISTRAIDO.
MUCHAS ENTREVISTAS PIERDEN SU EFECTIVIDAD AL CANDIDADO QUERER HABLARLO TODO, NO CONTESTAR LO QUE SE LE PREGUNTA, SER DEMASIADO BABOSO Y POCO ORGANIZADO EN LAS CONTESTACIONES PUEDE SER MORTAL.
PROYECTAR UNA PERSONALIDAD AGRESIVA Y POSITIVA NO ES EXAGERAR LA NOTA. DEMOSTRAR CANSANCIO, INDIFERENCIA, O EL MUY EJECUTIVO SON LA MUERTE EN TODA ENTREVISTA.
4. PREGUNTAR Y HABLAR ESTA PERMITIDO
¿QUIEN DICE QUE UNO NO PUEDE HACER PREGUNTAS O HABLAR EN UNA ENTREVISTA? BUENAS PREGUNTAS DEMUESTRAN INTERES, INTELIGENCIA Y QUE ERES UN SER PENSANTE; AHORA, HABLAR DEMASIADO Y QUERER CONTROLAR LA ENTREVISTA SON IGUAL DE MALOS. EN ESENCIA, LO QUE BUSCA TODO BUEN PATRONO ES SU “SUPERMAN” – AQUELLA PERSONA, MUJER O HOMBRE, QUE PUEDE SER LA SOLUCION DE SUS PROBLEMAS.
La Importancia de la Inteligencia Emocional
en las Entrevistas
Por: Rupert R. Amy, Chairman of the Board
La búsqueda del candidato ideal para cualquier posición ejecutiva sigue siendo ver cómo la combinación de experiencia, actitud y destrezas particulares pueden impactar a una organización y cómo ese candidato va a hacer una diferencia significativa en la organización.
Una nueva varita que se está utilizando con mayor frecuencia en las firmas más serias de reclutamiento de ejecutivos es la medida de inteligencia emocional. La gran mayoría de las firmas de reclutamiento se desbocan midiendo niveles de inteligencia (IQ) y patrones de liderazgo, pero muy pocos enfatizan la habilidad del ejecutivo en conocer bien sus cualidades de liderazgo y cómo se identifica con otros en la organización.
El medir la inteligencia emocional del ejecutivo es poder entender, por medio de preguntas bien estructuradas, sus fortalezas y debilidades gerenciales, el manejo de sus emociones, su nivel de control, su empatía, cómo escucha, motiva y dirige su grupo de trabajo y aún más importante, cómo se satisface y cómo logra reflexión personal.
Aparte de las preguntas en una entrevista, otro factor importante que se utiliza para determinar la inteligencia emocional de un candidato es su lenguaje corporal. Sus movimientos y gestos al contestar las preguntas; como dicen algunos de los reclutadores más conocidos en el campo “lo que uno busca no es sólo palabras, si no la música de sus contestaciones”.
Aquellos ejecutivos que tienen un alto grado de inteligencia emocional aportan más a la mesa corporativa que uno con un índice de inteligencia alto. De hecho, hoy día se considera más valioso tu nivel de inteligencia emocional que tu índice de inteligencia.
Hace años, ejecutivos progresaban en las compañías por sus propios méritos, por su trabajo como individuo. En el Siglo 21, el ejecutivo de hoy no puede progresar sin comprometer y motivar a la gente a su alrededor.
Los líderes que en realidad son efectivos entienden cómo sus acciones afectan a los demás. Alguien puede ser bien dedicado y trabajador pero si no entiende cómo debe movilizar y motivar los recursos a su alrededor, termina siendo una orquesta de uno. En esencia, en las compañías del Siglo 21, las armas más efectivas que tiene en su arsenal el ejecutivo líder es el poder de sus palabras, sus acciones, sus gestos y miradas.
¿Tienes más candidatos?
Por: Rupert R. Amy, Chairman of the Board
¿Tienes más candidatos? Posiblemente es una de las pesadillas más grandes que puede escuchar un reclutador de ejecutivos, especialmente cuando acabas de hacerle llegar cuatro o cinco excelentes candidatos a tu cliente.
Si fueron buenos candidatos, ¿porqué uno tiene que buscar más? En este momento, lo que tiene uno que preguntarse es: ¿qué quiere decir un cliente cuando te dice que quiere ver más candidatos?
Estará el cliente tratando de decirnos:
“No me siento a gusto con ninguno de los candidato...” o
“Me gustaron unos más que otros, pero no sé cuál me gusta más...” o
“Luego de las entrevistas entiendo que la posición ha cambiado un poco…” o
“No me supe explicar bien, y ahora, luego de las entrevistas quiero un perfil en
Obviamente, cada una de estas razones tiene mayor impacto que un sencillo... ¡Quiero ver más candidatos!
El fenómeno de reclutar un ejecutivo se torna verdaderamente interesante cuando entra uno en la fase de las entrevistas.
Para el reclutador, ver en primera instancia, en carne y hueso, ese perfil del candidato que te dio tu cliente, es verdaderamente la parte más interesante de todo el proceso de reclutamiento.
En primera instancia, recuerda que aunque uno está buscando unos requisitos y experiencias muy particulares, cada ser humano es realmente diferente; no hay dos iguales y aquí es donde la cosa se pone muy divertida.
Aunque, como profesional, le vas a recomendar a tu cliente el mejor grupo de candidatos posibles, aquellos que en tu humilde opinión reúnen las cualidades y expectativas que está buscando, la realidad es que siempre hay un elemento de sorpresa en todo este proceso, especialmente durante las entrevistas.
Por más años que uno lleva en esta profesión, nunca me deja de sorprender lo que sucede en las entrevistas. Un candidato puede, en espacio de dos horas, ser entrevistado por dos personas distintas, en forma separada, y dejar impresiones muy diferentes. Obviamente, aquí se valida el proceso de entrevistas, porque en esas diferencias es que se establece la validez de un proceso de reclutamiento.
Imagínate entonces cuando un cliente termina el proceso de entrevistas de él y su “staff” y termina con dos o tres candidatos buenos, pero nadie sobresaliente o particularmente interesante. A primera vista, uno puede concluir que ninguno de los candidatos estremeció o impresionó al entrevistador con sus contestaciones.
Sin embargo, en mi experiencia, cuando existe este tipo de encrucijada, puede deberse principalmente a que tu cliente te ha dejado fuera de los requisitos y perfiles, un elemento importante; y no lo vio en ninguno de los candidatos entrevistados. A veces este elemento sale del propio proceso de entrevistas y no es hasta que se está entrevistado que se identifica... aquí es donde viene, ¿Tienes más candidatos?
El sentarse con tu cliente y definir ese elemento misterioso es imprescindible para continuar con la búsqueda. Entre los elementos más identificados están:
· Mayor profundidad o experiencia; lo que significa un salario mayor de lo indicado originalmente.
· Alguien más “hands-on” que lo identificado originalmente o lo contrario se busca alguien más estratégico.
· Su proyección como gerente - es mayor o menor de lo deseado para el nivel salarial.
No menciono el elemento de la “química” por ser éste uno de los elementos que siempre tenemos que satisfacer como reclutadores profesionales.
A reality of our times
Rupert R. Amy
Chairman of the Board
Look familiar! a member of your senior management team decides to retire or is transferred, you need a replacement, you can’t hold on the parting executive much longer… and his skills sets are important to your team, now what?
This a common occurrence for Human Resources practitioners; unfortunately it’s a nightmare for most … It’s the type of thing you would prefer not to happen, but again in our changing business environment today it’s happening more and more.
Succession planning is the only way management can be prepared to a degree for these type of challenges.
That means that companies have to evaluate periodically their talent pool of senior executives, identify key skills and prepare actions plans to develop their younger less experienced managers in a fast track mode while tying down the key members of their staff, so they can mentor, develop, train and groom their successors… that however means that these key executives have to know where their careers will take them and when!!
In today’s world, even though companies are downsizing to become leaner more efficient, succession planning cannot be discarded or overlooked. It is precisely in these organizations where you need to identify executive talent, develop training programs and communicate openly and clearly with your staff where they are and where they are going.
It is precisely in these scenarios where resources such as Training and Development Programs, Executive Coaching and Internal Development Programs become valuable tools for the Human Resources practitioners; even early retirement programs combined with Outplacement Programs are all tools to be used in succession planning and in keeping your management staff primed, alert, informed, focused and committed.
Too many times have we seen the best written, Business Plan fail, because the people needed to implement the plan were not around when needed. Succession planning cannot be the sole responsibility of your Human Resources Director/Manager, it has to be part of Management’s strategy in keeping the right people in place, for when you need them most.
CAREERS INC. Sold to Senior Managers
Puerto Rico’s top Executive Recruiting firm
purchased by minority partners.
San Juan, PR
Rupert R. Amy, President of Careers Inc. and Career Transitions Inc. sold his majority interest in Careers Inc. to his Senior Management team, all minority stockholders of the company.
In a transaction that became official on April 11, 2008. Rupert will be Chairman of the Board for the next four years and will assist in the daily management of the company. The new officers and owners are: Ruth González Méndez - President, Carla Deyo – Senior Vice President and Clara Amiama – Vice President.
“After twenty one years at the helm of Careers Inc. I feel very satisfied with all our accomplishments and the position we hold presently in this market. Through hard work,
dedication and investing in people and systems we have given our clients over the years the service they deserve and in return we received their support and commitment” Amy said.
“My three partners, Ruth González, Carla Deyo and Clara Amiama, have been an important partof our growth over the years. It’s through their leadership and their excellent work in their ownareas of expertise that have made it possible for our company to be ranked among the top fiftyRecruiting firms in the United States and Puerto Rico’s leading Executive Recruiting Company.I’m proud of the fact we have a third generation of leaders leading our company into continuedgrowth and expansion; while moving into our thirty ninth year of existence” stated Amy.
Careers Inc. was founded in 1970 by local entrepreneur and businessman Jerry V. De Moss. In 1988 Rupert R. Amy joined the firm taking over as General Manager when Ms. Eileen Benitez retired that same year. In 1994 Amy purchased the company from De Moss and in 1997 Ruth González and Carla Deyo became stockholders and in 2000 Clara Amiama joined the partnership.
HIRING EFFECTIVELY DURING TOUGH ECONOMIC TIMES
Rupert R. Amy
Chairman of the Board
During times of economic duress we have changes that not only affect the way we do business but how we deal with our daily dose of management decisions.
Our times have changed and the economic realities of our world and individual markets as we know them have also changed. The question we have to ask ourselves is are we realistically adjusting our management styles, skill sets and corporate cultures to deal with these changes.
A lot has been said, discussed and written about on how emotional and social intelligence are factors to deal with when creating a culture of leaders within our own organization, but are we looking at new rules when we recruit today or are we recruiting pretty much like we always do.
I guess as managers we must asks ourselves if when we recruit are we looking at filling a questionnaire or interview guide or hiring for the future a new group of leaders.
Unfortunately in times like these, hiring becomes even more sub-real because the bottom-line is staring our hiring managers in the face. It has been my experience over the years that when times are difficult recruiting expectations are high but compensations are extremely low.
Far too often the best candidate eludes us because they have the right set of experiences but we need to compromise because of compensation constraints…in other words…tight budgets.
It’s time like these when looking at any new hires, you may need during any given year, that a manager should look at quality instead of quantity. It is better served to hire two extraordinary persons than four mediocre ones. This might be easier said that done, but it is precisely these times when we have to sit down with our senior management and expand their horizons.
Above and beyond compensation, which obviously affects our thinking during these tough times, we should also be looking at skill sets and the elusive soft skills.
The reality is that skill sets and soft skills are areas where everyone has different opinions. What you may need in your own company to survive during these difficult periods are totally different than during periods of growth and expansion.
During these very difficult economic times we are basically on survival mode and the shift should be made in our recruiting requirements to reflect that reality. As an example, today if you had only one position to fill in Marketing…. between a thinker and planner or an executer…
Who would you hire????
Above and beyond educational and technical requirements or experience, some of the traits that we should be looking for in our candidates should be:
· Emotional Intelligence
· Social Intelligence
· Teambuilding skills
· Communications Capabilities
· Relationship capabilities… Network ,Community and Professional
· Turnaround experiences
· Difficult labor environment exposure
· Mental creativity, quickness of the mind…
· Out of the box thinkers
· Difficult market experiences
· Instinct for whatever...A NOSE
· The unconventional, the non-conformist
These skill sets, depending on the management level you are hiring, should be in all new hires be they finance, sales, marketing, manufacturing, engineering, construction, warehouse, etc.
It is when we combine these skills to educational and professional backgrounds that we are hiring an executive for the future, especially one that can help us during these very difficult economic times.
Rupert R. Amy
Chairman of the Board
Dear Friends and Clients:
Incredible but true! The year 2009 has arrived and with it the experiences of a very dismal 2008 for many, except the survivors who can clearly justify their survival to three things all company executives reach for in times like these.
1. The ability to see what has to be done
2. The will to execute
3. The perseverance to continue on course
In times like these, we see how recruiting starts taking a back seat or how the time to recruit a candidate is longer and more levels are added to the interviewing and hiring stages. Obviously, when it comes to reducing or slashing budgets, manpower is one of the first areas to go… or is it? Or for that matter, should it? When you have a company that is service oriented and is fueled by people… this could be a very dangerous move; risky, to say the least.
We have all, I’m sure, over the years seen how company executives make the wrong decisions for all the right reasons but without seeing the complete picture of where they are today and how they got there. Sometimes the most obvious of decisions is not necessarily the best one. It might take a creative or bold alternative to solve any given problem but ultimately the decision made should never be one based solely on finances, especially where people are concerned.
It’s amazing how people quickly forget how important a particular position was when initially hiring and how that importance quickly fades during times like these.
Recruiting a good executive has and always will be a difficult exercise, finding the right fit, the person who brings to her or his job the right skill sets and experiences is a grueling exercise that hard times should only want you to keep on board your best people. Better reduce salaries, benefits, perks, and allowances…whatever but, keeping together the right team is as critical during difficult periods as any other.
OR WERE YOU ONLY HIRING THE BEST FOR THE GOOD TIMES?
These are interesting times, times that not only test our willingness and determination to survive but our resilience to be at our best!
Best wishes to all and… happy recruiting,
Rupert R. Amy
The Psychology of Recruiting in Difficult Times…
Bring out the Lollipops!
Rupert R. Amy
President, Board of Directors of Careers Inc.
What happens when you are presented with a Budget-cut in your recruiting Budget and your company overall is feeling the stress of these difficult economic times, yet you have the opportunity to fill some critically interesting positions. Believe it or not, when this happens, you enter a very different recruiting environment then those good old days, when you had the Budget and resources and times were far better!
Subconsciously, in difficult economic times you tend to add layers upon layers of interviews, basically turning your recruiting process into an obstacle course.
Its’ been my experience through the years, to observe how the economic environment and financial health of a company can directly affect the recruiting cycle. By this I don’t mean in terms of the number of positions which are not filled (that’s obvious), but in terms of the process itself, SOME PEOPLE WILL TELL YOU THIS IS NORMAL... I SAY, IT SHOULDN’T BE!
Here you have the opportunity to do some serious recruiting, the job specs are clear, the market is supply heavy… why then turn your recruiting process and especially the interview process into a mine field or maze that not necessarily will give you the best candidate …maybe just the sole Survivor!
It is precisely during tough economic times when the really good candidates are hard to find. A happily employed candidate is tied down to his present job and the company will do anything in their power to keep their key executives or professionals happy and fulfilled. It is during these difficult economic times when candidates feel safe and secure in their “comfort zones” and the companies know it!
Why then do we add layers to the process and turn the interview process into an obstacle course? Who said the times dictate the process… instead of using the times to fuel the process itself. I’ve seen recruiting processes turned inside out, where not only were the number of executives involved in hiring a professional doubled in size but the number of tests, evaluations and interviews have turned the whole recruiting process into a series of twist and turns designed for a long distance runner…. not necessarily to attract and hire the best candidate.
There is a place for testing and for evaluations and yes you have to involve in the recruiting process those delegated with the authority to recruit and hire, but don’t complicate the recruiting process because it’s more critical than ever to hire the best … feed the system, keep it simple, create an environment that is enjoyable for candidates to become involved and eager to show more of themselves, become a magnet and you will always attract the best!
The times should not dictate your performance, procedure or even style used in recruiting. You should use these times to enhance, to fine tune and to bring out the best in you, your team, and in who you recruit!
Outsource your problems! Join the 21st Century…
Rupert R. Amy
Board of Directors of Careers Inc.
Times are difficult, budgets are being cut, economies are slow and sluggish, but the need for good and reliable executive talent is always a critical issue facing business leaders today!
Sure…search engines and the internet are exploding with resumes of available executive talent, that’s if you are willing to put in the hours to screen, research and evaluate all of these potential candidates plus do the reference checks necessary before moving forward. with the interviews. All this, while your in-box is full or your emails are backing-up with everything else you have to do with your down-sized staff!
Let’s face it! Between daily emails, the blackberry and meetings, a manager’s time is committed before he/she walks in the office every morning, even your Starbucks Mocha light latte is cold before you can take your first sip! All this is happening while your trying to have that work/life balance you swore you were going to work on! Those business leaders that are trying to beat the system and gain control of their work load and become more effective leaders in their own organizations are viewing strategic partnerships as a solution and outsourcing the leg-work part that involves always having their files filled and ready with good & reliable executive talent.
Executive Recruiting is as an important strategic partner in today’s business world as is having outsourced your Validations & Quality, Distribution & Sales, Advertising, Supply Chain & logistics and Maintenance areas. In essence, today you can outsource basically any area you want in your business if it meets four basic criteria:
Imagine having as a strategic partner, a recruiting firm that understands what the exact profile or corporate culture of the executives you are trying to bring in to your company; that is knowledgeable about your short and long-term business strategies; and that can work around the clock just for you! Researching, headhunting, interviewing, evaluating, verifying references, testing… all of this and then with guarantees on those candidates you finally hire!!
TODAY’S BIGGEST BUSINESS NIGHTMARE… HIRING WITH A
By: Rupert R. Amy
President, Careers Inc. Board of Directors
Never has businesses in general faced a greater test or met with such an
enormous undertaking than the challenge of a dramatically shrinking work force… in other words, a talent shortage combined with a local economy that is forcing businesses to cut down on positions and budgets, thus handicapping companies in need of top talent!
In the states, things are starting to pick- up to some degree, but in Puerto Rico the patient is still in intensive care with poor indications of a speedy recovery.
Our present talent crisis means just one thing - that organizations will find it very difficult to find, attract, hire and retain good talent. This is due basically to seven reasons:
- More skilled jobs than qualified professionals
- The increasing multi-generational workforce
- The retirement of Baby-Boomers
- Stronger demands for employer flexibility
- Demand for greater work/life balance by employees
- Recruiting of good talent by other companies
- Better paying positions stateside and abroad
Recruiters in the United States have, for the past three years, seen the shortage of qualified positions in some critical areas. In Puerto Rico, we are seeing the handwriting on the wall and have started to see a dramatic decrease of qualified professionals in certain areas. We are already seeing a shortage of good talent in IT, Health Care, Quality Control, Operations and Scientists/PhD’s in manufacturing.
The biggest four indicators in any market that are tell-tale signs that we are already in a shortage mode are:
- The time spent on filling specific positions becomes longer and longer.
- Companies start dropping requirements in order to fill positions.
- You start looking at stateside search engines more than in the past.
- The compensation for certain positions start getting very creative or you are hiring what you can afford but not what you really need.
This trend, however, can be changed by three things happening immediately:
1. An aggressive start-up of the economy with the private sector being the driving force.
2. Your Human Resources staff is brought in closer to sit in with you and the senior staff to plan and develop strategies based on your objectives, plans and local market realities.
3. Rethinking your recruiting process to make it more versatile and flexible.
Companies should also make some dramatic changes in their recruiting procedures in order to attract and retain good talent.
1. Cut the fat of your hiring practices – International companies with local staffs should let the local staffs and management to recruit on their own with very little intervention by the home office. Ultimately, they will be held responsible for the recruitment, so why add more layers than is necessary to an already overburdened process where good candidates – out of sheer exhaustion – walk away.
2. Start selling the position – This is a time when companies should take the occasion to make presentations on the benefits of working for them and what it would mean for a person’s career. These presentations go a long way in attracting good talent and in keeping them interested while the recruiting process moves forward.
3. Shorten and tighten up the interview and reference gathering process – In some companies, this processes can take up to two months, this is not only unnecessary but it gives a good candidate the wrong impression at the worst possible time.
4. Flexibility, Flexibility, Flexibility – During times likes these, companies have to learn to be more flexible or creative in putting together their compensation offers. It’s not a question of giving in to their demands, but in reaching an agreement before the first set of numbers is offered.
These are definitely times to work harder, smarter, more creative and start writing your own book on how to deal with the talent shortage while still recruiting the best for your company.